Q&A Hero

Q: Describe the organizational structures used to implement cooperative strategies, giving attention to the role of the strategic center firm.

Q: Discuss the organizational structures used to implement corporate-level strategies.

Q: Describe the organizational structure associated with a firm that pursues an unrelated diversification strategy.

Q: Which of the following does NOT cause a firm to move from a functional structure to a multidivisional structure? a. Increasing diversification b. Coordination and control issues c. Need for knowledge-sharing among specialists d. Greater amounts of data and information to process

Q: One reason why a long-tenured top-level manager may hesitate to conclude the firm's structure is a problem is that doing so: a. indicates to competitors that the firm is vulnerable to a hostile takeover. b. will only lead to inefficiencies. c. requires that the firm undertake a multi-year restructuring period that will delay retirement. d. suggests that the firm's previous choices were not the best ones.

Q: The integrated cost leadership/differentiation strategy is difficult to implement mostly because: a. different primary and support activities are emphasized when using cost leadership and differentiation strategies. b. this strategic approach demands more flexibility than most firms can manage. c. the dual reporting relationships required for this strategy slow organizational decision making. d. the cost leadership strategy requires less structured job roles than does the differentiation strategy.

Q: Structural stability affects the organization's ability to: a. resist organizational inertia. b. cope with uncertainty about cause-and-effect relationships in the global economy. c. develop new competitive advantages. d. consistently and predictably manage its daily work routines.

Q: Which of the following is a TRUE statement about organizational structures for implementing business-level strategies? a. A cost leadership strategy requires a simple structure emphasizing high specialization, centralization, and structured job roles. b. A differentiation strategy requires a functional structure with limited formalization, broad job descriptions, and an emphasis on the product R&D and marketing functions. c. An integrated cost leadership/differentiation strategy requires a multidivisional structure using high formalization, decentralized decision making, and vertical coordination. d. A focused strategy requires a functional structure featuring high levels of both specialization and formalization.

Q: Agatha Adams founded Insurance Specialists to process medical claims for physicians' practices. She plans to compete on the basis of cost, offering the lowest processing cost per claim in her market area. Ms. Adams' company should: a. be the strategic center firm in a network structure. b. have a specialized multidivisional structure. c. develop alliances with firms with complementary competencies. d. have a highly centralized, functional structure.

Q: The fewest integrative devices are used in the ______ structure. a. simple b. competitive multidivisional c. SBU d. network

Q: Megaline, Inc., with five divisions, follows the competitive form of the multidivisional structure. One division has not met the rate-of-return goals for the past year. Another division has exceeded the rate-of-return goals. The other three divisions met the rate-of-return goals. The headquarters office must decide where to allocate capital in the next year. Which scenario is the MOST likely? a. The poorest-performing division will get the highest capital allocation so that it can fix its problems and achieve the rate-of-return goal next year. b. The highest-performing division will get the highest capital allocation because it has the best prospects for creating more wealth for the shareholders next year. c. The average-performing divisions which met the rate-of-return goals will receive the highest allocation because their performance exactly matched corporate requirements. d. All divisions will receive the same capital allocation for the next year because this organizational structure rewards divisional managers based on achievement of strategic goals.

Q: Jumbo Industrial Supply has grown from a one-location firm with a restricted product line to a multi-state organization with numerous product lines and a large sales staff. Sales have doubled every year for the last three years. It currently has a simple structure with Jared Smith, the owner-manager, making all major decisions. Jumbo is probably now experiencing or will soon experience: a. coordination and control problems. b. bureaucratic inefficiencies. c. excessive competition among division managers. d. limited communication among functional specialists.

Q: It is easiest to identify the company that functions as the strategic center firm in: a. horizontal complementary strategic alliances. b. vertical complementary strategic alliances. c. corporate-level cooperative partnerships. d. international cooperative partnerships.

Q: McDonald's operates through a franchising system wherein the head office uses strategic and financial controls to ensure that the franchises are creating the greatest possible value. This is an example of a(n): a. worldwide product divisional structure. b. strategic network. c. SBU multidivisional structure. d. simple structure.

Q: When a corporation pursues a related constrained diversification strategy, financial controls may not add value to strategy implementation efforts because it is difficult to: a. use them without reducing cooperation among divisional managers. b. transfer capital between units. c. maintain an arms-length relationship between headquarters and the divisions. d. identify which objective criteria to monitor.

Q: The cooperative multidivisional firm: a. establishes profit centers based on products or markets. b. has a flat organizational structure which broadens jobs and empowers workers. c. has a structure organized around both functional specialization and business projects. d. has a structure requiring heavy use of horizontal integrative devices.

Q: A multidomestic strategy would be associated with: a. high levels of coordination. b. informal coordination among units. c. many integrative mechanisms. d. interdependent divisions.

Q: In Japan, the center firm in a strategic network of vertical relationships might be expected to undertake all of the following EXCEPT: a. reducing its transaction costs by promoting longer-term contracts with subcontractors. b. enabling engineers in upstream companies to have better communication with those companies with which it has contracts for services. c. encouraging subcontractors to modernize their facilities and providing them with technical and financial assistance to do so. d. decreasing communications between network members to reduce communication costs.

Q: After years of negotiating short-term contracts with its suppliers, Icon Images has decided to agree to longer-term contracts. In doing this, Icon Images is hoping to: a. reduce transaction costs. b. increase negotiating leverage with suppliers. c. become less dependent on its suppliers. d. move toward horizontal alliances with its suppliers.

Q: Selecting the organizational structure and controls that effectively implement the chosen strategy is a challenge for managers because: a. firms must be flexible while retaining a degree of stability. b. managers are never able to obtain all the information necessary to make the best selection. c. the structure of a firm should not duplicate the structures of its competitors. d. the environment changes too rapidly for corporations to maintain a consistent corporate structure.

Q: Ichabod Industries has a Latin American Division, a European Division, an Industrial Lubricants Division, and a Food Service Division. Ichabod Industries probably uses the ______ organizational structure. a. horizontal complementary strategic alliance b. competitive multidivisional c. strategic business unit multidivisional d. hybrid combination

Q: TheLG Company has units operating in significantly different industries and uses financial controls to manage its portfolio. LG is most likely using the ______ structure. a. combination-matrix b. cooperative form of the multidivisional c. competitive form of the multidivisional d. strategic business unit multidivisional

Q: Typically, an organization using a simple structure would be: a. large. b. small. c. of any size if the firm is privately held. d. a family-owned-and-managed firm of any size.

Q: A firm pursuing a related constrained diversification strategy would typically need all of the following EXCEPT: a. centralization of some organizational functions for the sake of coordination. b. frequent, direct contact between division managers. c. division managers' rewards based on division financial performance. d. temporary teams or task forces formed around specific projects.

Q: Financial controls are most important in the ______ strategy. a. single business b. related constrained c. unrelated diversified d. vertical complementary

Q: Walmart's effective strategy/structure configuration is: a. cost leadership/functional. b. differentiation/functional. c. related constrained/multidivisional. d. related linked/multidivisional.

Q: In the ______ multidivisional structure there is complete independence among the firm's divisions. a. cooperative b. matrix c. competitive d. SBU

Q: Organizational structure: a. specifies the firm's formal reporting relationships, procedures, controls, and authority and decision-making processes. b. specifies the firm's informal reporting relationships, procedures, controls, and authority and decision-making processes. c. specifies the firm's formal value proposition, the markets it will serve, and how the firm will provide value in those markets. d. specifies the firm's control mechanisms, grievance procedures, reporting relationships, procedures, and authority over decision-making processes.

Q: Which organizational structure will emphasize financial controls for headquarters' evaluation of operating units while the operating units will emphasize strategic controls within their units' performance? a. Functional b. Cooperative M-Form c. SBU form d. Competitive M-Form

Q: Functional structures work best for firms for all of the following strategies EXCEPT: a. cost leadership strategy. b. differentiation strategy. c. related constrained diversification strategy. d. single or dominant business corporate strategy.

Q: Icarus Aviation, Athena Instrumentation, and Hercules Miniaturization are strategic business units of Olympia Industries. One can expect that Icarus, Athena, and Hercules: a. use integrative mechanisms to share core competencies. b. compete with one another in Olympia's internal capital markets. c. are not necessarily related to one another in terms of products or markets. d. are network member firms while Olympia is the strategic center firm.

Q: Leslie is a newly graduated certified public accountant with a specialty in corporate tax. She wishes to join an organization (not an accounting firm) that will allow her to concentrate on corporate tax and become deeply proficient in this area. Leslie should look for a position in a firm with a ______ structure. a. simple b. functional c. multidivisional d. network

Q: The most centralized and most costly form of the multidivisional structure is the: a. integrated. b. competitive. c. SBU. d. cooperative.

Q: A private university is made up of various "schools," such as the School of Journalism, the School of Business, the School of Law, the School of Arts and Sciences, and so forth. The university is experiencing some financial problems, so the administration has decided to have each school of the university become a profit center. This scheme is somewhat parallel to the ______ organizational structure. a. network b. strategic business unit multidivisional c. functional d. matrix

Q: Airlines have forged a number of complementary strategic alliances, in part because many airlines are not profitable. Some airlines participate in several alliances simultaneously. This tends to: a. make the partners' true loyalties and intentions unclear. b. make the role of the strategic center firms more critical to alliance success. c. distribute the alliances along several segments of the airline industry value chain. d. be most effective when the alliances are with airlines headquartered in different nations.

Q: The three structural characteristics that differ among organizational structures include all of the following EXCEPT: a. centralization. b. formalization. c. specialization. d. intermediation.

Q: Which of the following is NOT a variation of the multidivisional structure? a. Competitive form b. Regional form c. Cooperative form d. Strategic business unit form

Q: The Amos Ball Printing Company was established in 1866. Currently, Amos Ball V is the CEO and chairman of the board. The company has traditionally used a functional structure. Five years ago, the company branched into online publishing and small-batch printing in addition to its regular large-batch operations. Both new businesses are significantly different in technology and marketing from each other and from Ball's traditional business. Despite the hiring of experienced professionals in these new endeavors, performance continues to be poor and is affecting Ball's overall performance. Which of the following statements is TRUE? a. Amos should consider adopting the multidivisional structure. b. Mr. Ball has insufficient power to change the structure of the organization. c. Restructuring must only be done from a position of strength, so it is necessary to wait until the company's overall performance improves before making radical changes. d. These businesses are too disparate to coordinate within one corporate structure.

Q: Toyota and its suppliers have a relationship in which Toyota encourages suppliers to modernize their facilities and provides them with technical and financial assistance to do so. It also promotes longer-term contracts with suppliers and enables engineers in the supplier companies to have better communication with Toyota. This is an example of a(n): a. worldwide product divisional structure. b. functional structure. c. SBU multidivisional structure. d. strategic network.

Q: ____ is the degree to which decision-making authority is retained at higher managerial levels. a. Formalization b. Centralization c. Specialization d. Unification

Q: The ______ structure is the most appropriate structure for implementing the integrated cost leadership/differentiation strategy. a. simple b. functional c. multidivisional d. strategic business unit

Q: The benefits of a simple structure include all of the following EXCEPT: a. ease of coordination within the organization. b. the lack of a need for sophisticated information systems. c. active involvement by the owner-manager. d. the ability of specialists to develop deep expertise.

Q: In most cases, the focus strategy is best managed using a ______ structure. a. simple b. functional c. multidivisional d. vertical

Q: The ______ structure is best for implementing the related-constrained diversification strategy. a. functional b. competitive form of the multidivisional c. SBU form of the multidivisional d. cooperative form of the multidivisional

Q: IKEA is a global furniture retailer with more than 300 outlets in 39 countries and regions. IKEA focuses on lowering its costs as well as understanding customer needs, especially younger ones. IKEA's international strategy is best described as ______, and the appropriate organizational structure to implement this strategy is the ______ structure. a. transnational; combination b. global; worldwide product divisional c. multi-domestic; worldwide geographic area d. competitive; strategic business unit multidivisional

Q: Which of the following is NOT a preliminary task of the strategic center firm in a strategic network? a. Strategic outsourcing b. Encouraging friendly rivalry among network members c. Allocating internal capital d. Supporting development of new core competencies

Q: The ______ structure is an organizational structure that combines both functional specialization and business product or project specialization. a. functional b. worldwide geographic area c. network d. matrix

Q: Andermeyer Jewelers, which specializes in high-end jewelry, has been in existence since the 1870s and has served generations of wealthy families. Owned and managed by the Andermeyer family since its founding, it has never had more than 20 designers and jewelers in its shop. Andermeyer Jewelers should use the ______ structure. a. simple b. functional c. matrix d. network

Q: The BEST multidivisional structure to use: a. is the competitive form. b. is the SBU form. c. is the cooperative form. d. depends on the degree of diversification.

Q: A firm's ______ specifies the work to be done and how to do it given the firm's strategy or strategies. a. structure b. controls c. culture d. strategy

Q: A worldwide geographic area structure is an organizational form in which: a. multiple alliances across the globe link complementary businesses. b. standardized products are offered across country markets. c. national interests dominate and management adapts to local or cultural differences. d. responsiveness to local demand is combined with economies of scale.

Q: Typically, a successful firm pursuing a differentiation strategy will: a. have a very hierarchical structure. b. require a structure that is very formal. c. use cross-functional development teams. d. develop free-standing business units.

Q: ​Ortiz is a manager of BRS Corp. Ortiz's division did not meet financial targets this year. Ramirez, manager of another division, has indicated that Ortiz's division incurred significant costs which resulted in Ramirez's division setting record profits for the year. As a result, performance for BRS as a whole exceeded projections. Which pairing of organizational structures for BRS and bonus for Ortiz is most plausible? a. ​Cooperative structure; no bonus due to failure to meet divisional target b. ​Competitive structure; no bonus due to failure to meet divisional target c. ​Cooperative structure; a bonus for increasing organizational performance d. ​Competitive structure; a bonus for increasing organizational performance

Q: One disadvantage of the functional structure is that: a. career paths and professional development are limited. b. dual reporting relationships blur lines of authority. c. the CEO cannot coordinate and control the efforts of functional-level employees. d. communication and coordination are difficult among organizational functions.

Q: Firms seeking to differentiate particularly need support from the ______ and ______ functions. a. finance; accounting b. engineering; operations c. product R&D; marketing d. management information; finance

Q: The need for the organization to combine local responsiveness and efficiency is most critical in a ______ strategy. a. multi-domestic b. transnational c. global d. focus

Q: Firms seeking to compete on the basis of cost leadership particularly need support from the ______ and ______ functions. a. finance; accounting b. manufacturing; process R&D c. product R&D; marketing d. management information; finance

Q: Implementing the multi-domestic strategy requires decentralization to: a. facilitate the tailoring of products to the demand in local markets. b. develop economies of scale. c. achieve economies of scope. d. reduce bureaucracy and speed up decision making.

Q: Alfred Chandler found that firms grow in a predictable pattern and that the firm's growth patterns determine its structural form. Which form corresponds to the FINAL stage in Chandler's theory? a. Functional b. Simple c. Vertically integrated d. Multidivisional

Q: Which of the following is a TRUE statement about implementing corporate-level strategies and effective organizational structures? a. Firms pursuing a related linked strategy should implement a competitive structure with a competitive culture and centralized strategic-planning activities. b. Firms pursuing an unrelated diversification strategy should use an SBU structure with a small corporate staff, emphasize the R&D function, and integrate divisions to achieve synergies. c. Firms pursuing a related linked strategy should use an SBU structure, emphasize interdependence among divisions, and manage the strategic planning function from the central office. d. Firms pursuing a related constrained strategy should implement a cooperative structure, use integrative devices to link divisions, centralize the R&D function, and emphasize sharing.

Q: Which of the following multidivisional structures is CORRECTLY paired with the appropriate corporate-level strategy? a. Competitive form with related-constrained strategy b. Cooperative form with unrelated strategy c. SBU form with related-linked strategy d. Competitive form with related-linked strategy

Q: In an SBU structure, ______ is/are evaluated using strategic controls, whereas ______ is/are evaluated using financial controls. a. each SBU; divisions within the SBUs b. divisions within the SBUs; each SBU c. managers of the SBUs; headquarters staff d. headquarters staff; managers of the SBUs

Q: The primary disadvantage of the multi-domestic strategy and worldwide geographic area structure relates to limited: a. centralization. b. coordination across divisions. c. ability to meet local market needs. d. potential for global efficiency.

Q: ______ is the degree to which rules and procedures govern work. a. Formalization b. Centralization c. Specialization d. Unification

Q: Toyota heavily uses a strategic network of vertical relationships. Toyota enables engineers in supplier firms to communicate easily with companies with which Toyota has contracts for services. This results in the suppliers and Toyota (the strategic center firm) being more: a. interdependent. b. competitive with one another. c. creative. d. complementary.

Q: Which of the following is TRUE? a. Organizations tend to change structure too frequently, which erodes their competitive advantage. b. Large organizations can retain a simple structure as long as they have a focus strategy. c. Flexibility in structure is more important than stability. d. Strategy has a more important influence on structure than structure has on strategy.

Q: Galatea Foods was founded in Greece by Galatea Chronos in 1978, and the company spread rapidly through Western Europe. Ms. Chronos retains the office of CEO. The Spanish division is headed by her oldest son. The North European division is headed by her only daughter, and the French-Italian division is headed by Ms. Chronos' brother. This company probably uses the ______ strategy. a. network b. multi-domestic c. global d. transnational

Q: Strategic controls allow corporate-level managers to: a. evaluate business-level performance on objective criteria. b. concentrate on day-to-day corporate operations. c. assess performance of employees and managers in each business unit. d. examine the fit between what the firm might do and what it can do.

Q: In the ______ structure hierarchy, the headquarters relies on strategic controls to set rate-of-return targets and financial controls to monitor divisional performance relative to those targets. a. functional b. cooperative c. competitive d. SBU

Q: The heavy use of integrative mechanisms in the ______ multidivisional organizational structure is intended to achieve _______. a. cooperative; economies of scope b. competitive; cost efficiencies c. functional; sensitivity to cultural diversity d. SBU; quick response to local customer needs

Q: One of the primary disadvantages of the global strategy and worldwide product divisional structure is that: a. it is difficult to achieve economies of scale. b. the firm must develop centers to offer after-sales service to customers. c. it is difficult to respond effectively to local market needs and preferences. d. achieving economies of scale with this strategy/structure combination is nearly impossible.

Q: The multidivisional structure was initially designed to produce three major benefits over the functional form. Which of the following is NOT one of the three benefits? a. Aligning the corporate structure with the demands of global expansion b. More accurate monitoring of the performance of each business c. Dacilitating comparison between divisions d. Stimulating managers of poorly performing divisions to look for ways of improving performance

Q: A firm pursuing an unrelated diversification strategy will utilize a ______ structure. a. network b. cooperative form multidivisional c. competitive form multidivisional d. functional

Q: Firms such as Textron Inc. that frequently acquire and divest other firms are most likely to use the ______ structure. a. matrix b. competitive multidivisional c. hybrid combination d. horizontal complementary strategic alliance

Q: ______ controls are objective criteria that allow corporate managers to evaluate the returns earned by individual business units. a. Strategic b. Managerial c. Financial d. Environmental

Q: Successfully implementing a cost leadership strategy requires: a. freedom from constraining rules. b. centralization of authority. c. communication between functional silos. d. sharing of competencies among divisions.

Q: Which of the following is NOT associated with an organizational structure that supports a cost leadership strategy? a. Centralization b. Specialization c. Formalization d. Integration

Q: In the competitive form of the multidivisional structure, the focus of headquarters is on all of the following EXCEPT: a. integration. b. performance appraisal. c. resource allocation. d. long-range planning.

Q: Successful implementation of the differentiation strategy requires a structure that: a. has specialized jobs. b. decentralizes decision making. c. focuses on the finance function. d. is dominated by the operations function.

Q: The noted business historian Alfred Chandler viewed the multidivisional structure as an innovative response to: a. an emerging professional management philosophy. b. the increasing demand by consumers for both high quality and low prices. c. coordination and control problems. d. a shift toward the global economy.